[noduerme]

It's almost certainly down to divergent experience. The shamaning and priesting I've done has almost exclusively begun with small companies that were working out their business operations at the same time as they were commissioning software. As they grow, the business logic evolves and the software had to grapple with that, but the originally unified logic imposes constraints both ways. The software sets limits on, and is in conversation with, the whims of management... if for no other reason than that 10 years in, on version 72, the cost of changing the data schema may outweigh the hoped-for advantage of some off the cuff idea to change fundamental operating practices. More concretely, e.g. if a custom logistics system grows up with a company from the ground floor, the business logic tends to bend around the software's limitations [clarification: Employees learn to get things done that weren't originally anticipated, in ways that weren't envisioned]; then the software slowly incorporates the new needs into formal features. If you're dealing with rational management (like the original founders) they will see the sense in maintaining logical continuity and tweak operations as needed to accommodate what should or shouldn't be done in software. [As opposed to "in operations". It's when employees are repeatedly writing on white boards or passing papers around for the same thing that it needs to be integrated as a feature]. But telling the management that "changing this fundamental aspect is impossible without significant downtime" is often enough to start the conversation of how to shape it so that the schema and the business remain in lock step.

This isn't perfect. Ask Southwest airlines, who grew with their own software until they couldn't, and then switched catastrophically to an entirely new system. Sometimes things reach a scale of complexity that the software simply can't conform to. But a really good designer should see those things 2-3 years out and plan for them.

This is the real power of the shaman. I don't dictate business logic, but I do whisper when it contravenes the hard logic of the schema, I fight to minimize the number of exceptions ("hacks" of any kind) and through this keep the beast in check.